<p>Using panel data from two waves of the American Working Conditions Survey (AWCS), this study estimates within-person, fixed-effects associations between work–family conflict and changes in respondents’ psychological distress. It also tests whether these associations vary by levels of managerial support and meaningful work, which capture job resources and subjective appraisals of one’s work, respectively. Results confirm that increases in work–family conflict are associated with increases in psychological distress. However, higher managerial support attenuates this positive association. Despite mixed evidence in prior research on the effects of meaningful work, our results show that higher levels of meaningful work weaken, rather than amplify, the positive association between work–family conflict and psychological distress. Overall, this study advances prior research by applying cognitive appraisal theory to stressor–strain relationships and examining how organizational resources and employees’ subjective evaluations of their work shape the extent to which work–family conflict is associated with psychological distress. Our results support the moderating roles of both managerial support and meaningful work in buffering the adverse effects of work–family conflict. Accordingly, the study highlights important workplace policy implications for improving employees’ psychological well-being.</p>